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1. Power Hungry: The Influence of Power Values Diversity on Relationship Conflict and Team Performance

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Open Access

2. It takes three: Applying Socioanalytic Theory to predict leadership success

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Open Access

3. We think we can? The dynamic relationship between collective efficacy and performance in teams

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Open Access

4. Science fiction meets scientific inquiry: A task-technology fit/computer-based training framework and a meta-analysis of virtual reality applications for intervention, training, and therapy purposes

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Open Access

5. Does pathological narcissism moderate concurrent and longitudinal associations between shame, perfectionism, and depression?

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Open Access

6. I get by with a little help from my friends: the influence of coworker trust on employee level outcomes

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Open Access

7. IMPLICIT COGNITIVE BIASES, RACIAL ATTITUDES, AND THREAT DETECTION

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Open Access

8. Fake a smile, drink a while? Examining two theoretical mechanisms linking emotional labor to alcohol use

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Open Access

10. A Test of Choice Bundling when Reward Receipt is Contingent upon the Completion of an Aversive Behavior

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Open Access

11. Mapping the Implicit Component of Competitiveness: A Conditional Reasoning Theory Approach

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Open Access

12. Emotion Regulation in Response to Negative Interpersonal Events at Work

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Open Access

13. TEMPORAL LEADERSHIP: A THEORETICALLY DERIVED MULTIDIMENSIONAL MEASURE AND NOMOLOGICAL NETWORK

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14. Intimate Partner Aggression During the Transition to Parenthood: The Role of Division of Labor Dissatisfaction

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Open Access

15. Prediction of self-injury for interpersonal and intrapersonal reasons: A latent class analysis of self-injury in relation to borderline personality traits

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Open Access

16. PERSONALITY & INCENTIVES: THE INTERPLAY AMONG EXECUTIVE PERSONALITY, STOCK OPTIONS, AND FINANCIAL MISREPRESENTATION

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18. Inclusion is in the Eye of the Beholder: Examining Subordinate Sensemaking of Leader Diversity Behaviors in Fostering Inclusive Climates

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19. Rationality and Situational Strength: Using Strong Situations to Debias Decision-Making

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Open Access

20. Predicting Deficits in Mentalizing Using the Implicit Motive to Aggress

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Open Access